There are many theories of motivation, and
they mostly give a relation or influence the outcomes of employee job
satisfaction. There are three main theory categories, namely content theories, process
theories and contemporary theories (Saif, Nawaz, Jan & Khan, 2012). These
theories include Maslow’s hierarchy of needs, Herzberg’s motivator-hygiene (or
two-factor) theory, McGregor’s X and Y Theories and McClelland’s needs theory (Reuben,
2017). Elaborating more on these theories,
1.Maslow’s
Hierarchy of Needs
According to Smith & Cronje (1992),
the way Maslow’s theory is explained relies on the fact that people want to
increase what they want to achieve in life and their needs are prioritized
according to their importance. Deriving from the hierarchy of needs by Maslow,
content theories of job satisfaction revolve around employees’ needs and the
factors that bring them a reasonable degree of satisfaction (Saif et al.,
2012). Based on the basic physical, biological, social and psychological needs
of human beings, Maslow came up with a five-stage theory that places the needs
of the individual in different categories and prioritizes their attainment.
These categories, in order of decreasing priority, are: (Reuben, 2017)
- Physiological needs (food, shelter, clothing);
- Safety and security needs (physical protection);
- Social needs (association with others);
- Esteem needs (receiving acknowledgement from others); and
- Self-actualisation needs (the desire for accomplishment or to leave behind a legacy).
2. Herzberg’s
Two-Factor Theory/Motivator-Hygiene
Herzberg’s Two-factor theory, also known
as Motivator-Hygiene, emanated from a study conducted among accounts and
engineers to determine what makes an individual feel good or bad about their
job (Saif et al., 2012). Golshan, Kaswuri, Agashahi and Ismail (2011:12) assert
that organizations are increasingly applying Herzberg's theory to create
opportunities for "personal growth, enrichment and recognition" among
their employees.
3. McGregor’s X and Y Theories
McGregor's (1960) Theory X and Y models
categorize employees as belonging to one of two groups based on two sets of
assumptions. Theory X assumptions take a negative perspective of people: People
can have “an inherent dislike for work and avoid it if possible; because of
this, they must be coerced, controlled, directed and threatened with punishment
to make them work. They prefer to be directed, avoid responsibility, have
little ambition, and want security" (Saif et al. 2012, p.138). Theory Y
assumptions take the opposite view: the mental and physical inputs expended at
the workplace are equated and par with those rest or play. External factors or
any threats from outside may not be the sole influence for exerting effort.
Workers or people can exercise caution and discipline to have objectives
achieved, but the hunger in their desire to commit to objectives is dependent
on how big are the rewards as assigned to that kind of achievement. Under
normal circumstances, people can adapt to seek responsibility and not only
accept it (Saif et al., 2012, p.1357).
4. McClelland’s
Need Achievement Theory
McClelland’s need achievement theory
postulates that some people are driven to success through seeking “personal
achievement rather than rewards themselves” (Saif et al., 2012, p.1387). This theory
is readily applicable to academic environments and explains why some teachers
are high achievers, despite the difficulties they face: they set themselves
high goals and achieving these goals is what drives them (Reuben, 2017).
The critical factors among the respective motivation theories and the implications for developing and implementing employee retention practices (Sunil, 2004):
- Needs of the Employee - Employees have multiple needs based on their individual, family, and cultural values. In addition, these needs depend on the current and desired economic, political, and social status; career aspiration; the need to balance career, family, education, community, religion, and other factors; and a general feeling of one’s satisfaction with the current and desired state of being.
- Work Environment - Employees want to work in an environment that is productive, respectful, provides a feeling of inclusiveness, and offers friendly setting.
- Responsibilities - Given that one feels competent to perform in a more challenging capacity and has previously demonstrated such competencies, an employee may feel a need to seek additional responsibilities and be rewarded in a fair and equitable manner.
- Supervision - Managers and other leaders more frequently than others feel a need to teach, coach, and develop others. In addition, these individuals would seek to influence the organization’s goals, objectives and the strategies designed to achieve the mission of the organization.
- Fairness and Equity - Employees want to be treated and rewarded in a fair and equitable manner regardless of age, gender, ethnicity, disability, sexual orientation, geographic location, or other similarly defined categories. With increased effort and higher performances employees also expect to be rewarded more significantly than counterparts who provide output at or below the norm. The employee’s effort and performance at a particular level is influenced by her/his individual goals and objectives and which would vary by each individual. An outcome or reward that is perceived to be highly significant and important can result in a higher level of effort and performance by the individual employee.
- Effort - Even though employees may exert higher levels of effort into a position based on a perceived significant reward, this could be a short-term success if the task itself does not challenge or provides satisfaction to the employee.
- Employees’ Development - Employees prefer to function in environments that provide a challenge, offers new learning opportunities, significantly contributes to the organization’s success, offers opportunities for advancement and personal development based on success and demonstrated interest in a particular area.
- Feedback
- Individuals prefer to have timely and
open feedback from their supervisors. This feedback should be an ongoing
process during the year and not limited to formal performance reviews once or
twice per year. In addition, the feedback should be from both the employee and
the supervisor.
Reference List:
Golshan, N. M., Kaswuri, A.H., Agashahi, B, Amin, M, & Ismail, W.K.W. Effects of Motivational Factors on Job Satisfaction: An Empirical Study on Malaysian gen-y administrative and Diplomatic Officers 3rd International Conference on Advanced Management Science IPEDR vol 19.
Saif, K.F., Nawaz, A., Jan, A. & Khan, M.I. Synthesizing the theories of job-satisfaction across the cultural/attitudinal dimensions. Interdisciplinary Journal of Contemporary Research in Business, 2012,3 (9): 1382-1396.
Smith, P.J., & Cronje, G.J. Management principles. A Contemporary South African edition. Kenwyn: Juta & ltd, 1992.
Reuben, M. B 2017, ‘Theories of Motivation and Their Application in Organizations: A Risk Analysis’, International Journal of Innovation and Economics Development, vol. 3, issue 3, August, pp. 44-51.
Sunil, R 2004, ‘A Review of Employee Motivation Theories and their Implications for Employee Retention within Organizations’, The Journal of American Academy of Business, Cambridge, September, pp.58-59.
Very good understanding on the Motivational Theories Nilusha. I would like to share some information on one of the most modern Motivational theories, Reinforcement Sensitivity Theory (RST). Reinforcement sensitivity theory (RST), which is a neuroscientific theory of motivation, emotion and learning, extended to personality psychology, by the neuropsychologist Gray (1982) and later developed by colleagues (Corr & McNaughton, 2012; Gray & McNaughton, 2000, McNaughton & Corr, 2004, 2008) – this is summarized in a collective work edited by Corr (2008a). RST seeks to provide an explanatory dispositional framework that is lacking in IO motivational research, allowing the combination of theories of workplace motivation with neuroscience. We present a few selected findings and arguments that demonstrate the potential RST holds for providing a holistic, dispositional explanation of workplace motivation.
ReplyDeleteAlthough other models of personality have seen greater use in organizational settings, they have typically been based on the atheoretical FFM summary of personality description. By contrast, RST is arguably the personality theory applied within the context of work (Furnham & Jackson, 2008) that has the most empirical support: in neuroscience especially, it is certainly the best articulated in terms of brain-behavioral systems. RST is built upon three postulates: (a) differences in specific brain structures underpin individual differences in sensitivity to perceived gain and loss; (b) these valuations lead to stimuli serving as attractors and repulsors; and (c) depending on the relationship between attractors/repulsors (i.e., strength and conflict potential
Thanks, Vidura for commenting on my blog post and I agree with your content. Adding to what you have explained Reinforcement Sensitivity Theory (RST; Corr, 2004, 2008; Gray & McNaughton, 2000) is a neurobiologically-based theory of personality that asserts that three major brain subsystems known as the Behavioral Approach System (BAS), Behavioral Inhibition System (BIS), and Fight Flight–Freeze System (FFFS) underlie many of the individual differences observed in personality, psychopathology, and reinforcement sensitivity. The BAS is theorized to be an appetitive system underlying approach behavior in response to conditioned and unconditioned cues of reward (Corr, 2008). Individuals high on BAS are proposed to be impulsive and extraverted (Gray, 1991). In contrast, the FFFS is proposed to be a defensive avoidance system that motivates avoidance and escape behaviors in response to conditioned and unconditioned aversive stimuli. The FFFS is thought to underlie fear and panic (Gray & McNaughton, 2000).
DeleteNicely explain Nilusha, Every successful firm is supported by a loyal workforce, and loyalty is the result of employee motivation and job satisfaction. An essential stimulus that controls human behavior is motivation. Determine and analyze the internal motivation that comes from job satisfaction for employees and then supplement it with external incentive as needed, with the help of motivation theories from the organization (Tweedie, et al., 2019).
ReplyDeleteThanks Zacky for commenting on my blog post. Furthermore,According to a study conducted by Grant (2008), motivation imposes employee outcomes for instance performance and productivity. He also established that motivated employees are more oriented towards autonomy and are more self-driven in contrast to less motivated employees. Further, motivated employees are highly engaged and involved in their work and jobs and are more willing to take responsibilities (Kuvaas & Dysvik, 2009).
DeleteA very well researched and drafted great article Nilusha! I would also like to add that researchers Nohria et al., (2008) published a new model, which proposes that employee motivation is influenced by a complex system of managerial and organizational factors. On their work published on the July-August 2008 edition of the Havard Business Review, they establish four primordial drivers hardwired into the human brain that dictates emotions and behaviours according to the respective level of satisfaction of each. These four drivers are the drive to acquire, to bond, to comprehend and to defend and the researchers explained that these four drivers, which motivates employees, can be used as primary levers by organisations to execute specific actions that will maximize motivation.
ReplyDeleteI totally agree with your well explained content Nelushan. Furthermore, Motivation theories help to understand different motivators. Motivation theories have been examined for decades. These theories can be implemented to the company’s human resource policies to get the best out of the employees (Ali, 2021).
DeleteGood Article Nilusha, Basically, Motivation is a backbone at the workplace and if the organization doesn’t have suitable motivation methods, arrangement, the company might lose its existing employee base (Forson et al., 2021).
ReplyDeleteI agree with your comment Ameen, adding to your content, Employee satisfaction is generally considered as the driver of the employee retention and employee productivity. Satisfied employees are a precondition for increasing productivity, responsiveness, quality, and recognition service. The level of job satisfaction is affected by intrinsic and extrinsic motivating factors, the quality of supervision, social relationships with the work group which individuals succeed or fail in their work. It is believed that the behavior that helps the firm to be successful is most likely to happen when the employees are well motivated and feel committed to the organization, and when the job gives them a high level of satisfaction (Paais, M., & Pattiruhu, 2020).
DeleteThe post is very rich Nilusha. The concept will never grow old. Motivation matters in achieving goals.
ReplyDeleteMany contemporary authors have also defined the concept of motivation. Motivation has been defined as: the psychological process that gives behavior purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, & Lindner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993)
Thanks Dulakshi for commenting on my blog post. Furthermore, Ruge (2012) and Manzoor (2012) revealed that empowerment and recognition have a positive impact on employee motivation. Raghava (2009) indicated that good wages were the most important motivating factor, followed by interesting work and appreciation.
DeleteI agree with the blog post content which is very insightful. Further, motivators are items that compel people to take action and care about the decisions they make in line with their goal-oriented behavior (Wregner & Miller, 2003). The hypothesis went on to claim that because hygiene requirements are extrinsic, achieving them will not make employees happy; rather, they will simply keep them from becoming dissatisfied (Yousuf et al, 2013). Improvements in the conditions of do not cause motivation, but hygiene considerations are required to prevent employee unhappiness and at the same time serve as a starting point for motivation (Huling, 2003).
ReplyDeleteThanks Dulakshi for commenting on my Blog. Adding to your comment, Sanderson (2003) believed that empowerment creates motivation and energy in workforce to do their work efficiently and effectively (Amin. et al, 2010). Kuo et al. (2010) recommended that together the job characteristics of career revamp and employee empowerment are imperative characteristics in giving greater employee dedication and trustworthiness toward the organization and increased level of motivation (Reena et al, 2009). More the loyalty towards the organization and higher the motivation works best for the effectiveness and growth of a business.
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